Types of CIOs. Some are cost-conscious?or are forced to be by the current economic climate. Other CIOs work for companies that are focused on growth and innovation, either because they see that as the key to gaining a long-term competitive advantage or because they view it as a tactical method for escaping their current fiscal mess. Still other CIOs are focused on operations and productivity?doing what they already do, only better.Take our quiz to confirm just which kind of CIO you are. (You can compare your answers with those of the respondents to "The State of the CIO 2003" survey by going to www.cio.com\/state.) Then turn to the appropriate agenda to find 10 items for next year\u2019s to-do list?some with resources appended, a few tongue-in-cheek. The quiz begins on the inside of this pullout section. READ ONThe CIO QuizHow does your 2003 I.T. budget compare with 2002? \nLower overall\nHigher overall\nLower, but with the same responsibilities\n\n\nHow does your organization budget for I.T.? \nAs a cost center\nAs an investment center that generates new business capabilities\nTied to business unit performance or company productivity\nWhat\u2019s your top spending priority this year? \nNot spending\nExternal customer service\/relationshipmanagement; implementing new technologies such as wireless\nIntegrating systems and processes; aligning IS and business goals\n\n\nWhich statement best describes your philosophy on the I.T. department\u2019s role in the organization? \nTo be as small a drain as possible\nTo envision business possibilities and initiate with IT\nTo enable business initiatives\n\n\nWhat\u2019s the biggest barrier to effectiveness in your role? \nMoney\u2019s too tight to mention\nLack of key staff and skills; fast-changing technology; poor vendor support\nAligning IS and business goals; managing user expectations\n\n\nDo you spend a quarter of your time or more in the following activity? \nWaiting outside the CFO\u2019s office\nInteracting with outside business partners; learning about technologies\nWorking with business executives and managers\n\n\nWhat personal skills are most critical for success in the current business climate? \nNegotiation skills\nKnowledge of technology options; technical proficiency\nUnderstanding business processes and strategies\n\n\nHave you held jobs in the following areas during the course of your career? \nAccounting and\/or finance\nSales and\/or marketing\nAdministration and logistics\n\n\nWhat\u2019s your single most important metric for determining I.T. value? \nROI, ROI, ROI\nContribution to revenue growth\nImproved efficiency and productivity\n\n\n Overall, what impact did I.T. have on the enterprise in 2002? \nWe cut costs\nWe helped grow existing revenue streams and drive business innovation\nWe increased productivity\n\nIf the majority of your answers fall in this column, you focus on reducing costs. Go to Agenda No. 1.\n\nIf the majority of your answers fall in this column, you focus on growth and innovation. Go to Agenda No. 2. \n\nIf the majority of your answers fall in this column, you focus on operations productivity. Go to Agenda No. 3. \n\n\n\nc?o.com Take the quiz online and see how you stack up against respondents. You\u2019ll also get live links to resources that will help you further your agenda. Go to www.cio.com\/state.On Sale at the CIO StoreFocus Guide on The Elite CIO: Principles and Practices of Top-Tier IT Leadership. Find it and other Focus Guides at www.theciostore.com.The Cost-Focused CIO\nAgenda No. 1The corporate mantra these days is "cut, cut and cut some more." Your staff is disappearing, your systems are squeezed, and you\u2019re looking to free up money wherever possible. You\u2019re hardly alone in this focus on frugality. When listing their biggest job hurdles, your peers responding to "The State of the CIO 2003" survey overwhelmingly cited weak corporate performance and inadequate budgets as their top problems. These shrinking budgets explain why the CFO is reasserting his hegemony. In last year\u2019s "State of the CIO" survey, only 11 percent of CIOs said they reported to the CFO. This year, however, twice as many respondents?22 percent?report to the CFO.To Do:\n Memorize the names of 10 different valuation methods.\n Learn the lingo of your CFO.\n Look for unnecessary spending in your administrative and infrastructure costs. Then look deeper.\n Get your supply chain online?including second- and third-tier trading partners?and cut out millions in transaction costs.\n Eat a sandwich you\u2019ve brought from home for lunch.\n Set up that chargeback system you\u2019ve always thought about.\n Outsource any work that isn\u2019t tied down, including the associated employees. But be prepared to take back some control when the economy rebounds.\n Just say no to software upgrades and Microsoft\u2019s Licensing 6.0.\n Call secondary-market resellers when you\u2019re ready to buy equipment. You\u2019ll never pay retail again!\n Finally, join a support group of CIOs who have no money (no membership fee, BYOB).\nRESOURCESFor cost-cutting tips and techniques, see these corresponding articles from CIO:\n\n A Buyer\u2019s Guide to IT Value Methodologies July 15, 2002\n Get in Touch with Your Inner CFO July 15, 2002\n Penny-Pinching All-Stars April 15, 2002\n How to Grow Your B2B Network June 15, 2002\n Chargeback for Good or Evil March 1, 2003\n A Buyer\u2019s Guide to Offshore Outsourcing Nov. 15, 2002, and How to Get In and Out of an Outsourcing Deal Dec. 15, 2001\/Jan. 1, 2002\n Enterprise Software Upgrades: Less Pain, More Gain Nov. 15, 2002, and Showdown at the 6.0 Corral March 15, 2003\n Good Stuff Cheap Oct. 15, 2002\nFind links to these articles at www.cio.com\/state.\nThe Growth-Focused CIO\n Agenda No. 2Your way of thinking is "keep growing this company or it will die." Sure, times are tough, but an organization that retreats into its shell isn\u2019t likely to become or remain an industry leader. You\u2019re seeking IT solutions that will give your company an edge. Like 42 percent of "The State of the CIO 2003" respondents, you believe IT\u2019s role is to conjure up business opportunities and nurture them through technology. And you have some cash to work with?48 percent of survey respondents said their IT budgets actually increased in 2003, the downturn notwithstanding. Just under half of the surveyed CIOs said their top spending priorities included a focus on external customers, either in the form of better service or customer relationship management. New technologies such as wireless were rated a top spending priority by 24 percent of respondents.To Do:\n\n Gain momentum with quick-win technologies that save the company money with minimal investment. \n Plan your hiring strategy now, while high-quality IT talent is still available.\n Map out how you plan to transform the enterprise.\n While everyone else is hunkering down, hunt for technologies that will allow your company to leapfrog competitors.\n Eat lunch with the sales force at least once a week.\n Take the e-commerce reins, and incorporate e-business into your overall IT strategy.\n Bring your legacy systems into the 21st century.\n If your company is in trouble, convince the board that you have a technological magic bullet. Then figure out whether you can pull it off.\n Convince your CFO that value created for customers is a better metric for IT projects than ROI.\n Finally, give a keynote speech to a roomful of CIOs on how you\u2019ve managed to remain focused on growth and innovation.\nRESOURCESFor growth and innovation strategies, see these corresponding articles from CIO:\n\n Overachiever Nov. 1, 2002\n Ready, Aim, Hire Aug. 1, 2002\n Three Steps to a Technology Transformation Hot Seat, Sept. 1, 2002\n Buyer\u2019s Market Sept. 1, 2002\n The New Lords of E-Biz March 15, 2003\n Reaching Back in Time Emerging Technology, June 15, 2002, and Pull the Plug on Your Legacy Apps March 15, 2002\n As the Companies Turn Nov. 15, 2002\n Damn the ROI, Full Speed Ahead July 15, 2002\nFind links to these articles at www.cio.com\/state.\nThe Operations-Focused CIO\n Agenda No. 3Keep doing what we\u2019re doing, but do it better" is your philosophy. You have the right systems in place and good working relationships with your executive peers; you look to operational efficiency and higher productivity to carry the company through this rough patch. When asked what impact IT had on the business in 2002, respondents to "The State of the CIO 2003" survey said increased productivity above all. Their single most important metric for IT value, wrote many of the survey respondents, is improved efficiency and productivity. The top spending priority for 2003, listed by 71 percent of survey respondents, is integrating systems and processes.To Do:\n\n Bone up on best practices for business-IT integration.\n Set up governance structures that make IT and the business side jointly responsible for linking technology to company strategy.\n Limit the size of projects, and require that they deliver value within six to nine months. Massive IT projects usually have significant problems with time, scope or budget.\n Reject new systems if they\u2019re not scalable.\n Treat the company\u2019s line managers to Happy Hour. After a few drinks, ask what they really think of the IS group.\n Buy point applications, which are often cheaper and more functional than enterprise application suites.\n Use demand-planning software and other inventory management applications to replace your inventory with information.\n Tame your storage costs by building an enterprisewide storage architecture.\n Make your business more flexible and adaptable with business process management tools.\n Finally, give the same presentation to the executive board, business line managers and your IT staff on the need to align their goals and efforts.\nRESOURCESFor ideas on better operations and improved productivity, see these corresponding articles from CIO:\n\n The Integration Imperative Aug. 15, 2002, Special Issue\n The Powers That Should Be Sept. 15, 2002\n Organizational Physics Hot Seat, Aug. 1, 2002, and Reducing Risk by Managing Chunks Page 92\n Pilot Pathology Nov. 1, 2002\n This Could Be the Start of Something Small Feb. 15, 2003\n Hot Potato! Jan. 15, 2003\n What Elephant? Emerging Technology, May 15, 2002\n Process Power Emerging Technology, Dec. 15, 2002\/Jan. 1, 2003\nFind links to these articles at www.cio.com\/state.